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Safety Videos | Safety DVDs
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Deming Volume #23 - Putting Deming and the Baldrige Award together
SKU: DEM023
With contributions from Dr. Curt Reimann, Cadillac general manager John Grettenberger, and several Deming students, this video shows the many correspondences between Dr. Deming's 14 Points and the seven criteria of the Malcolm Baldrige National Quality Award. Charts graphically display the relationships. Deming questions the extent to which qualities like leadership, education and training, and the degree of customer focus and satisfaction can be measured or evaluated.
32 Minutees
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Deming Volume #24 - Cultural Transformation: A New Way of Thinking
SKU: DEM024
The Zytec Corporation of Eden Prairie, Minnesota, a company practicing the Deming philosophy since 1984, won the Malcolm Baldrige National Quality Award in 1991, on its second try. This is the story of how a corporate culture was changed from control to shared commitment. Managers and employees explain how they struggled to discard old ideas and learn a new way of thinking. Lloyd Dobyns describes "the 15 devils" or old beliefs and their replacements. Issues of trust, leadership, eliminating m...
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Deming Volume #25 - Cultural Transformation: Continual Improvement
SKU: DEM025
In the second part of the Zytec story, managers and employees describe their seven-year experience of continual improvement, rewards for risk-taking, the ways in which they seek process improvements, constraints posed by the old system, and the use of data and statistical tools. They tell about the effort to discard performance appraisals, quotas, and incentive awards for the sales force. Company leaders discuss their perspective on the benefits of the Baldrige competition and talk about the ...
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Deming Volume #26 - A Study in Continual Improvement, Part I
SKU: DEM026
This case in hospital management illustrates how Profound Knowledge applies universally to all organizations. Dr. Paul Batalden, Chairman of the Institute for Health-care Improvement and long-time Deming practitioner, and administrators of Virginia's Reston Hospital Center discuss the imperative to viewing an organization as a system, how this leads to cooperation needed for continual improvement, and how new knowledge results. The diagram of the hospital's system for producing services and i...
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Deming Volume #27 - A Study in Continual Improvement, Part II
SKU: DEM027
In Part II, the discussion with Dr. Batalden and the administrators of the Reston Hospital Center turns to applications of the remaining three parts of Profound Knowledge to process improvement (variation, theory of knowledge, and psychology) and the changing culture of the organization as people gained experience in working with theory and statistical tools. The 14 Points are restated to express their application to the circumstances of the hospital organization. Hospital staff discuss the a...
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Deming Volume #3 - Corporate Leadership
SKU: DEM3
Volume #3 - Corporate Leadership
Dr. Deming consults with Ford Motor Co. chairman Donald Petersen about the role of the corporate leader after Petersen's decision to adopt the continual improvement philosophy. They consider how the new emphasis on managing for improvement of systems and processes leads to increases in productivity and profits. Petersen talks with feeling about Dr. Deming's effort to help him change his thinking and lead the company toward it new vision.
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Deming Volume #4 - Adoption of the New Philosophy
SKU: DEM004
Ford's senior managers discuss the contributions and specific applications of the new way to thinking to the company's turnaround and why it was difficult. They agree that change has involved a new, long-term perspective. They testify that in Deming's system of management, continual improvement becomes a way of life in which everyone wins-the organization, its people, suppliers, and customers.
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Deming Volume #5 - Communication of the New Philosophy
SKU: DEM005
Ford senior managers explain how Dr. Deming helped them realize the advantages of teamwork. Managers and workers cooperating in process improvement teams begin to change old adversarial attitudes. Statistical thinking and methods of collecting and analyzing data help workers and teams determine whether a problem occurs randomly in the system or is a special circumstance.
23 minutes
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Deming Volume #6 - Application of the New Philosophy
SKU: DEM006
Ford managers and other employees discuss changes in their thinking and attitudes as they make progress in implementation of the Deming philosophy. They agree that continual improvement depends on management's ability to value people as the organization's most important asset.
26 Minutes
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Deming Volume #7 - The Red Bead Experiment and Life
SKU: DEM007
Dr. Deming conducts The Red Bead Experiment with volunteers to dramatize how the system determines output. It demonstrates why traditional management for results with stringent work standards, quotas, and exhortations or threats, cannot bring quality improvement. Doing your best doesn't matter unless you know what to do, why you are doing it, and how to do it.
26 Minutes
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Deming Volume #8 - Lessons of the Red Bead Experiment
SKU: DEM008
The company fails because management did not improve the system but blamed the workers. Although the participants knew they were only playing a game they were frustrated by a system that would not let them do their work and that they were powerless to improve. Individual efforts to do a better job failed. Management's job is to predict performance based on its understanding of the system and if necessary change the system.
28 Minutes
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Deming Volume #9 - The Funnel Experiment
SKU: DEM009
Dr. Deming conducts the viewer through The Funnel Experiment, a graphical illustration of the performance of a stable system and the consequences of "common sense" attempts to improve it. Dr. Deming explains that they are tampering and that tampering—depending on intuition and common sense—makes things worse. He discusses the consequences of tampering and the manager's need for Profound Knowledge. Several Deming colleagues discuss Profound Knowledge.
25 Minutes
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Implementing Deming Volume #1 - The Case Against Performance Appraisal
SKU: DEMIMP1
Peter R. Scholtes, management consultant, examines the reasons why performance appraisals or evaluations degrade the morale of employees, fail to provide useful feedback, and give management the illusion that it can identify and measure individual effort or performance.
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Implementing Deming Volume #2 - What to do Instead of Performance Appraisal
SKU: DEMIMP2
What to do Instead of Performance Appraisal. Mr. Scholtes shows that performance appraisal systems are expected to fill too many needs: They fail to give direction or constructively motivate people to do a better job. He advocates that all the functions assigned to performance appraisals be separated and developed as separate systems. He discusses several means of giving direction and feedback and proposes alternative ways of identifying and acknowledging superior performers while fostering t...
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Implementing Deming Volume #3 - The Case Against Management by Objective
SKU: DEMIMP3
Dr. Brian L. Joiner, founder and CEO of Joiner Associates, Madison, Wisconsin, puts the Deming philosophy in perspective in the history of management. He sees Western management practice as developing in three generations: doing it yourself, directing another person, and managing by results—the latter known as management by objective. He explains why Dr. Deming cares about results but is more concerned about the method used to try to achieve those results. The destructive results of working...
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